Law Schools

In our extensive work for law schools, we have often found that innovation is perhaps the best and most expeditious path to distinction, especially in an era when rankings have such a powerful influence on student choice. In fact, the market research and strategic recommendations we provide often have a profound effect on how a law school understands its core mission, the goals it sets for itself, the strategies it puts into action to achieve these goals, and the ways in which it represents itself to external constituencies critical to its success over time.

Art & Science's experience working with law schools nationwide is unparalleled among higher education marketing consultants. For over a decade, we have helped many leading national as well as regional law schools gain market information critical to addressing fundamental strategic questions such as:

  • What is the optimal pricing strategy for a particular law school? Would the market bear a tuition increase or aid reduction? Is the law school leaving tuition revenue on the table, or on the brink of being overpriced?
  • What kind of innovative programmatic and other initiatives might be developed or enhanced to give a law school a competitive advantage in the marketplace and mitigate the importance of the rankings in law school choice?
  • What is the appeal and drawing power of a law school's specialty programs, professional legal community, clinics, location, and other assets? How can these best be leveraged to strengthen the school's competitive position?

The services we provide to law schools include:

Rick Hesel

David W. Strauss


Phone: 410 377-7880 x15

Rick Hesel

Richard A. Hesel


Phone: 410 377-7880 x12

Challenges law schools have asked us to address:

  • Can our law school position itself so that its competitive appeal surpasses similarly ranked competitors and/or mitigates some of the rankings deficit with higher-rank competitors?
  • Are we over or under-priced? What is the optimal tuition price to maximize net tuition revenue and enrollment results? Are we over- or under-discounting, given our current aid policies, market, and drawing power?
  • Is there something about the school’s pedagogy, placement, ethos, or guiding principles that can add up to a “brand” identity that is compelling to highly qualified prospective students?
  • What effect would developing areas of specialization have on application and yield rates?
  • What will be the likely enrollment impact of the major initiatives we are considering in our strategic plan?